Types of management and the direction of management in them. Main types of management

As you probably already understood, management is a very complex, multifaceted and diverse activity. Each leader has to perform various functions, apply various methods. Managers work in all sectors of the economy, in all enterprises, in all departments of companies. Therefore, it is sometimes very difficult to classify management according to its certain types highlighting significant features. But we will try...

One of the approaches to classification is to single out the following types of management:

· organizational;

· strategic;

· tactical;

operational.

Organizational management is responsible (as its name implies) for the creation of the organization, i.e. for developing it organizational structure and control systems. Consistent and correct exercise managerial functions, development of standards and instructions, control over their observance - all this is organizational management. In the presence of such management, the normal functioning of the organization and the successful achievement of its goals are ensured.

Strategic management is the focus of the top management of the organization. Its tasks are:

selection of a mission and the formation of strategic (long-term) goals that ensure sustainable development the company's leadership in the market, industry, country or world;

Adaptation to changes taking place in the external environment of the company;

· constant orientation of the company on satisfaction of needs of clients, consumers, buyers.

Tactical management ensures the achievement of strategic goals by setting and implementing tactical plans companies. While strategic management is mainly developed on higher levels leadership, tactical management is implemented at the level of middle management. The results of tactical management appear quickly and are easily correlated with specific actions. He manages processes in such areas of the organization as marketing, research and development, production, financial and personnel management, etc.

Operational management manages the implementation operational plans. Actions are carried out by distributing tasks and resources, as well as making the necessary adjustments to the progress of the current tasks. The task of operational management is to make decisions that can quickly and timely adjust the production and other processes of the company.

The second approach to classification is to single out branch And functional specifics management.

TO functional include such types of management that are present in almost all organizations, regardless of what they do:

production (operational) management - management of the enterprise's production processes or basic operations;

· financial management– management of financial flows of the enterprise;

management by human resourses(personnel management, personnel management) - management of the processes of selection, training, promotion of personnel;

· innovation management- management of the introduction of technical, technological and managerial innovations that ensure the competitive development of the enterprise;

management in the field of managing the flow of material and technical resources (logistics) - managing the delivery, storage of raw materials, equipment and goods, etc.

TO branch include such types of management, the specifics of which significantly depend on the industry in which companies operate:

management in hotel business;

management in restaurant business;

management in development (construction);

management in sports;

bank management, etc.

In addition to the considered approaches to the classification of management, the following types are sometimes distinguished:

As you may have noticed, all approaches to classification have a lot in common. They help us better understand the specifics of the work of each manager.

So, in this topic, you began to study the basics of a complex and very interesting activity - management. You learned what management is, who can be called managers, what managers do at different levels of management, what functions managers perform, what management methods they use for this, and, finally, what types of management are.

Control questions:

1. What is "management"?

2. Define the concept of "management".

3. Who can be called a manager?

4. What levels of organization management do you know?

5. List the main functions of management.

6. Name the methods of management.

7. Give examples of types of management based on industry and functional specifics.

Practical tasks:

Exercise 1. What is management? Indicate the numbers of the correct definitions of this concept. Explain why you didn't choose the remaining definitions?

Task 2. What is the subject and object of control? How do they interact with each other in the management process?

a) Draw a control process diagram using the following elements:

· restrictions and criteria of management efficiency;

the purpose of management;

subject of management (head, manager, coordinator);

the object of management (organization, division, employee);

· Feedback;

managerial influence;

result of management.

b) Give examples of management objectives for an organization.

c) Give examples of criteria for the effectiveness of managing an organization or its divisions.

The financial manager of the organization directs and plans his activities to realize the entire resource potential of the organization and achieve maximum efficiency production. Management is a variety of forms, techniques and personnel and production.

A few years ago, when the science of management first appeared, it had one indivisible object. Over time, several more objects emerged from this object, which, in turn, gave life to several more directions. Moreover, there are even such types of management that are typical for a certain country, reflect its specifics (for example, there is a Russian model of management).

Types of management can be different, and their number continues to grow. In real production, new models are tried, specialists use new terms and definitions. Types of management are separate areas of management activity that are designed to solve various problems.

According to allocate organizational, strategic, tactical and operational management. Organizational management stands at the origins of creating a structure, a management mechanism, developing a set of management functions, rules and standards. Strategic management implements long-term goals after their preliminary setting. Potential reorientation of consumer needs to effective organization production is the basis of strategic management. There are various Tactical management in some ways similar to the strategic, it is developed in the development of the strategy. The level of organization of such management methods is the middle link of management, and the period of time for forecasting is much shorter. Operational management solves problems arising in the production process. It is based on the distribution of work and resources, tracking the progress of tasks in this moment time.

Depending on the functional affiliation, there are such types of management as:

1. Marketing management. studies financial markets, creates new distribution channels, forms a pricing policy.
2. Production management allows you to control the production processes of the organization, to carry out the main activities of the enterprise by coordinating actions and processes.
3. Sales management - this is the process of organizing the marketing of products, participation in the design of economic contracts for the supply of products.
4. Personnel management - it's good use planning labor resources, their selection, placement, training. This also includes the development of a system of motivation and organization.
5. Financial management- this is the development of goals and objectives of financial management of the organization, planning financial activities organizations, developing methods for resource efficient organizations. Financial management includes risk management and tax management.
6. Innovation management- organizes work with innovations, coordinates the use scientific discoveries. This management implies a creative mood in the team, a special mood of the working staff, ready for constant experimentation and development of new technologies.
7. Investment management- this is the work of investment management, the rational investment of capital for profit in the future.
8. Accounting management- this is a management based on the careful collection of information, its processing and analysis, with a further comparison of the indicators of other organizations with a similar type of activity.
9. Adaptive management aims to adapt to changing conditions external environment. For example, brokerage houses are a prime example

10. Anti-crisis management is the management of processes accompanying the bankruptcy procedure of an organization. For example, management during the bankruptcy proceedings or at the conclusion of a peace agreement.

There is also offensive management, viral management, communication management, mechanistic management, problem-oriented management, transformative management, predictive management, project management, pulse management, unfettered management, rational management, signal management, situational management, effective management, and self management.

All types of management are interconnected, since the manager performs administrative functions, manages the staff, participates in the choice of the goals of his activity and the means to achieve it. For example, the director of a small business, and even more so individual entrepreneur performs all or most of its functions. Only with an increase in the size of the organization does it become possible to assign them to various employees or departments of management. However, in all cases it is advisable to distinguish and analyze the types of management, since they are characterized by special means and methods of management, skills and techniques.
The growth of social production in the twentieth century. stimulated the development of management as a science. Evidence of this is the publication in the current century of the first textbooks, the creation of specialized educational institutions for the study of management, the application of mathematical methods in solving its problems, etc. Currently, this growth continues and is reflected in the structuring of management. This structuring occurs in the following ways:
- the object of management, such as banks, personnel, commodity flows, stocks, technologies, etc.;
- the organizational and legal form of the enterprise, for example, commercial or non-profit organizations, general partnerships, limited liability companies, joint-stock companies, holdings, financial and industrial groups, etc.;
- field of activity, such as production, mediation, commercial transactions, finance, insurance, etc.;
- types of management, for example, traditional, systemic, situational, social and ethical, moral and ethical (Japanese), stabilization; strategic, prospective, current, operational; one-time, cyclic, continuous (process approach), etc.
Therefore, within the framework of management as a scientific discipline, such areas as personnel management, financial management, strategic and operational management, bank management, etc. are intensively formed.
It should be noted that the purpose of management for commercial organizations can be:
- obtaining the maximum profit for the current period of time or for the time of the market cycle of the product, the required amount of profit;
- gaining a larger market share;
- maximizing the share price, etc.
The objectives of production management can be expressed by alternative requirements:
- minimizing the cost of manufacturing a certain amount of products;
- maximizing the number of products produced;
- maximization of equipment loading;
- Ensuring the uniformity of equipment loading when such parameters are limited production process, as the annual fund of equipment operation time, equipment underload, equipment throughput, etc.
Depending on the goal pursued by management in a given situation, its corresponding types are distinguished.
On the one hand, the classification of management types precedes the analysis and identification of factors important for classification, and on the other hand, it is based on various combinations of these factors for various types management. This allows us to assess the possibility of both theoretical and practical development of a certain type of management through the development of certain factors on which it is based.
The use of this classification allows the manager to decide practical tasks, select the type of management that corresponds to the conditions of the task. At the same time, it is possible to reduce the time spent on finding the most suitable management techniques. There are three methodological approaches in management: traditional, systemic, situational.
Traditional approach develops and uses principles and rules of management suitable for any organization. The traditional approach understands management as a fairly simple one-dimensional interaction of people and (or) organizations. It proceeds from the fact that all control objects are the same and react identically to influences.
Systems approach focuses on the interaction of parts in an organization and draws attention to the importance of examining each individual part in the context of the whole. Main elements systems approach are entry into the system (incoming resources), the process of converting incoming resources into a product, exiting the system (product), feedback (knowledge of the result, affecting the chain in the opposite direction).
situational approach is based on the fact that in the management of an organization there is not only one set of principles (rules) that could be used in all situations.
In systems engineering, a situation is understood as the following relationship of elements:
- "state of the control object";
- "disposable control actions";
- “consequences of control actions”.
In accordance with this, two types of management can be distinguished: social and ethical, moral and ethical.
moral and ethical (or Japanese) is called personnel management with a paternalistic attitude towards employees (including lifelong employment) with a significant use of moral incentives, learning in the process practical activities through job rotation and so on Japan.
Socio-ethical management is aimed at reducing the likelihood of making decisions that can lead to inadmissible damage to the financial, technological, technical, personnel, external and internal structures of objects that fall within the sphere of influence of the decisions being made. At the same time, the object of activity is chosen as a result of social and ethical marketing, and operations that are not aimed at causing unacceptable damage are considered.
To objects that fall within the sphere of influence of the decisions made, on various levels hierarchies can be classified as:
- individuals, such as consumers, intermediaries and personnel;
- legal entities e.g. suppliers, intermediaries, consumers;
- nature and society as a whole, if their dependence is significant.
Socio-ethical management can be used to manage social processes, ensuring life safety, legal regulation and other areas of life.
Depending on the time of occurrence of consequences for the control object and the environment, two types of management are distinguished: strategic and operational.
However, this classification is not complete enough. This is evidenced by its inconsistency in the classification of plans. In turn, the need for correspondence between the types of management and planning is due to the fact that management includes planning, motivation, organization, control as components. Therefore, management can be considered as a tool for the implementation of relevant plans, and there can be no less types of management than plans. Moreover, it seems natural that the type of management, when classified by the time of occurrence of consequences for the control object, should correspond to the type of plan. For example, strategic, long-term (business plan, long-term plan), current, operational management.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. Strategic planning is implemented through the allocation of resources, adaptation to the external environment, internal coordination and organizational strategic foresight.
Strategic management - This management process creating and maintaining a strategic correspondence between the goals of the company, its potential and chances in the market of goods and services.
strategic plan The firm determines on the basis of which areas, programs, the organization will build its activities, based on the available resources, and outlining the tasks of these areas.
Perspective management aimed at the implementation of business - or long-term plans. The goals of business planning are to clarify the goals and objectives of certain areas, taking into account a deeper study of the external environment and the capabilities of the company. Development perspective plan the enterprise is carried out after making decisions on the production of a particular product, the volume of production, etc. In this case, the object of planning is the production process of the product as a whole.
Depending on the frequency of decision-making, the following can be distinguished: management of one-time decisions, cyclic decisions, a continuous chain of frequent decisions (process approach).
Management of "one-time" solutions is used when solving relatively large problems and when it is not possible to set a date for the next decision regarding this problem. Examples of such decisions at the country level may be the decision to join NATO or the CIS. At the individual level, an example of such a decision would be the decision to marry.
Cyclic Decision Management used to solve problems that have a known cycle. An example of cyclic decision management can be that once a year decisions are made on the execution of the budget of the current year and the adoption of the budget for the next year.
process management, considering management as a process, occurs when the need for decision-making arises at random times on unrelated problems so often as to consider the process continuous. The management of large NSOs (country, territory, etc.) can be considered process management in that part of it that cannot be attributed to one-time or cyclic management. This is due to the fact that a certain number of managers independently make decisions that are aggregated (hierarchically combined) into some resulting management with appropriate consequences.
In our opinion, for a more complete understanding of the types of management and their role in the management system of an organization, the following types of management can be distinguished: strategic; investment; financial; industrial; innovative.

The main types of management

1. Strategic management- management, which deals with the solution of the most important, global problems organization as a whole. Strategic management is aimed at determining the global goals that the organization is striving for. The main object of attention of strategic management are: 1) the mission of the organization; .2) problems with the organization's external environment; 3) setting plans for the long term;

2.Production management is aimed at making decisions regarding the use of certain technologies, equipment loading, volumes and structure of output, in other words, at optimizing the production process. Optimization involves the search for such an organization of production, in which the resources available to the enterprise (materials, equipment, cash, work force) are used in the most profitable way, in such a way that they bring the maximum possible benefit at the minimum cost.

3. Personnel management aims to improve the efficiency of the use of personnel. A manager working in this area must resolve issues related to the search, training and advanced training of employees. In addition, the tasks of the personnel manager include the development of methods for stimulating and rewarding employees, thanks to which their work will be more fruitful. Finally, the HR manager must ensure that the professional level of employees is high enough.

4. Marketing management"responsible" for organizing the relationship of the organization with the market. And this implies, firstly, the organization of effective obtaining of information about the market: about consumers, their desires, about competitors and the goods they offer. Secondly, the tasks of marketing management include managing the most important decisions regarding how an organization presents its product or service on the market, that is, product positioning, advertising, etc. The main goals of marketing are: 1) extracting sustainable (or maximum) profits and 2) gaining advantages over competitors.

5.Innovation management is aimed at creating and introducing new types of goods or services, as well as technologies. To do this, it is necessary to conduct numerous studies, to decide in what form the product will be favorably received on the market, to determine how to make the costs of producing the product minimal. Naturally, innovation management solves issues related to the introduction of new developments into production.

Basic principles and functions of management in modern conditions.

Management principles

Specific Features management, i.e. creativity of managers are implemented using certain principles.

Principles - rules, norms, instructions for action.

The market concept of management required a revision of the principles of management. New principles related to the informal management model were formulated:

loyalty to employees;

responsibility - required condition successful management;

the atmosphere in the company, conducive to the disclosure of the abilities of employees;

timely response to changes environment;

establishing the share of each employee in overall results;

methods of working with people that ensure their satisfaction with their own work;

communications penetrating the company horizontally and vertically;

direct participation of managers in the activities of groups at all stages as a condition for coordinated work;

honesty and trust in people;

the manager's ability to listen to everyone he encounters in his work;

business ethics - Golden Rule management;

the quality of personal work and its continuous improvement;

reliance on the fundamental foundations of management: quality, costs, service, innovation, resource control, personnel.

Management functions

Specific features of management, i.e. creativity of managers are realized through certain functions.

Functions - types of activities with the help of which the subject of management (manager, enterprise management apparatus) influences the managed object (labor collective).

Control functions are:

general - part of the management cycle, characterized by a regular type of activity;

specific - determined by belonging to a specific stage of the production process;

special - a subfunction of a specific function.

At the same time, objectively necessary functions- This:

organizational and technical (harmonization and coordination of activities in the production process);

socio-economic (control over labor, use of machines and mechanisms).

Any enterprise is considered as a complex system for which it is necessary to determine the composition of management functions and take into account the following factors:

resources: material, labor, financial, equipment, buildings, structures, information, production technology, product;

acceptance cycle management decision: preparation, approval, implementation, evaluation;

stages life cycle product.

On the one hand, it precedes the analysis and selection of factors important for classification, and on the other hand, it is based on various combinations of these factors for different types of management. This allows us to assess the possibility of both theoretical and practical development of a particular type of management through the development of certain factors on which it is based.

The use of this classification allows the manager, when solving practical problems, to choose the most appropriate type of management for the conditions of a particular problem. At the same time, it is possible to drastically reduce the time spent on finding the most suitable management techniques, increasing its efficiency.